Purpose -This study aims to examine preferences for both transformational and transactional leadership behavior for gender-and age-based cohort differences. The purpose of this research is to enhance leadership and organizational change initiatives in Romania via the identification of age cohort and gender effects with respect to attitudes towards common leadership behaviors. Design/methodology/approach -The research is conducted via a survey through the administration of questionnaires. The sample consists of 324 managers from commercial and service organizations in Romania, a country in which this issue has not previously been investigated. Findings -The findings reveal that there are differences in preferences for leadership behavior based on age cohorts that reached maturity before or after the fall of Ceauşescu during the 1989 revolution. Also, female participants displayed a greater preference for transformational leadership behaviors relative to transactional leadership behaviors. Originality/value -This is the first study to examine the effects of leadership preference based on age cohorts in Romania. The study also is one of the first to empirically examine the effects of age cohorts on leadership after the fall of communism in Eastern Europe. As such, these findings offer guidance in the development and implementation of leadership development initiatives and change management interventions for organizations operating in Romania, and present one example of cohort-based and leadership-specific attitude change in a country that is transitioning from communism to a free market system.

Since “workaholism” was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.

The perception of trust is at the center of the organization-employee relationship, and to attract and retain employees in the 21 st century organizations must provide a climate of trust. In an employment climate saturated with unrelenting news of unethical business behaviors, creating a positive image of a company is crucial to enhancing applicant evaluations and positive judgments of employment opportunities (Allen, Mahto, & Otondo, 2007). In addition, more and more people are insisting on a positive quality of life at work, which has become an essential component of employment branding (Sturges & Guest, 2004). Thus, as organizations seek to become employers of choice, it is imperative that they develop a brand known for quality of work life. Although the notion of quality of work life encompasses many variables, having a healthy emotional and ethically sound climate is a key aspect of what people desire in an employer (Guest & Conway, 2002). Furthermore, there is a strong argument that positive ethical climate may promote employee engagement and enhance motivation. Ethical Climate Ethical climate reflects shared perceptions about what is allowed and what is prohibited in respect to moral issues in the organization. Victor and Cullen (1988a) suggest that ethical organizational climate may also be considered an element of organizational culture. In particular, they claim that ethical climate relates specifically to organizational norms that have a direct influence on organizational

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.